Mission

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The Community Foundation of Greater Flint enables people with philanthropic interests to easily and effectively support the issues they care about – immediately or through their estate plan. Established in 1988 through the merger of The Flint Public Trust, founded in 1950, and the Flint Area Health Foundation, created in 1978, the resulting Community Foundation combined the strengths of these two Flint institutions.

Mission

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The Community Foundation of Greater Flint enables people with philanthropic interests to easily and effectively support the issues they care about – immediately or through their estate plan. Established in 1988 through the merger of The Flint Public Trust, founded in 1950, and the Flint Area Health Foundation, created in 1978, the resulting Community Foundation combined the strengths of these two Flint institutions.

Impact Information

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Impact Information

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GuideStar has recognized this organization with a Gold Seal of Transparency for voluntarily and publicly describing
their goals, strategies, and accomplishments.
Learn More about Impact Information.

Charting Impact

What is your organization aiming to accomplish?

Our 2014-2018 "Create the Future Now" Taking Action plan has four major goals: 1. Raise $10 million for Invest Now Impact Areas -- Literacy; Flint neighborhoods; and Increased access to healthy foods. 2. Lead and Focus -- Convene and lead on emerging issues vital to our Invest Now Impact Areas; Expand the Gen Forward Network of your philanthropist giving; and Continue investment in downtown Flint. 3. Growing the Community's Endowment to Secure the Future -- by increasing legacy giving; strengthening Homegrown Philanthropy in five communities; growing the Flint Women and Girls Fund endowment; Expanding services to our professional advisor community; and expanding our Partners in Philanthropy program and services for donor advised funds. 4. Align grantmaking with the Taking Action Plan -- by maximizing discretionary grantmaking for Invest Now Impact Areas; strengthen decision-making framework; measure effectiveness and impact; and continue to build community building through our mini-grants program.

What are your strategies for making this happen?

Goal 1 -- Raise $10 Million: We will market immediate impact areas of interest to attract gifts that are less restricted and non-endowed; we will create a Fund for Flint to increase resources for the least advantaged; we will increase Gen Forward memberships. Goal 2 -- Lead and Focus: We will embrace literacy as our issue of importance; we will continue to increase our commitment to downtown Flint's revitalization; we will communicate our goals; we will reserve resources for unknown opportunities. Goal 3 -- Grow the Endowment: We will increased planned giving; expanding professional advisor relationships; assist Community Funds and Flint Women and Girls Fund in asset development goals; and Adopt annual asset development plans. Goal 4 -- Align Grantmaking: We will communicate the scope and scale of our annual discretionary grantmaking; Maximize the use of all funds to invest in community leadership and impact priorities; and strengthen decision-making process for grantmaking and developing a framework for guiding principles.

What are your organization's capabilities for doing this?

We have restructured staff and engaged members of the board of trustees to achieve success. We will expand the board's role in asset development; equip trustees to be strong ambassadors for the plan; evaluate staffing needs for success and fund more staff time to key objectives; and ensure adequate staffing for ambitious asset development support for Community Funds, Flint Women and Girls Fund, 5% for the Future Campaign; immediate impact gifts (non-endowed); and planned gifts.

How will your organization know if you are making progress?

Goal 1 -- Raise $10 Million: by 2018, resulting in doubling of annual discretionary grantmaking to $2 million by 2019; Ensure the structure and capacity is in place to procure and distribute funds for immediate impact and for the least advantaged residents of Flint; Gen Forward Network has 250 memberships by 2019. Goal 2 -- Lead and Focus: 50% or more of unrestricted discretionary dollars support literacy and by 2015, an effective literacy network is in place; at least one significant new investment is made in downtown Flint; board allocates unrestricted dollars for the purpose of supporting new opportunities. Goal 3 -- Grow the Endowment: Number of planned gifts doubles by 2019; double professional advisors involved with CFGF; double planned gifts referred by professional advisors; develop asset development plans. Goal 4 -- Align Grantmaking: Communication tools reflect the scope and scale of discretionary grantmaking; number of funds that make grants in support of community leadership priorities and impact areas increase by 2019; a decision-making matrix has been developed for grantmaking and is faithfully used by staff, trustees and committee members.

What have and haven't you accomplished so far?

Goal 1 Progress: Gen Forward membership drive underway; established Fund for Literacy and Fund for Flint. Goal 2 Progress: Resources were given to literacy consultants and full-time literacy network director to enhance the community-wide literacy planning process. Goal 3 Progress: Asset development plans have been achieved for the Flint Women and Girls Fund and Davison Community Fund. Goal 4 Progress: We have communicated with grantees regarding our new grantmaking priorities, e. g. the Invest Now Impact Areas; we have begun training trustees on key messaging regarding grantmaking priorities.

GuideStar's Gold Seal of Transparency is earned by completing five questions around an
organization's strategies, progress, and results, known as Charting Impact.
Charting Impact encourages strategic thinking about how an organization intends to achieve its goals.
The end result is a report that lets nonprofits share concise, detailed information about plans
and progress with key stakeholders, including the public.
This data is provided directly by nonprofits to GuideStar via their Nonprofit Profile.

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This impact information is current as of March 2020, when it was provided to us by GuideStar.
At this time, Impact information published on this organization's page has no effect on its rating per our methodology.

Financial Charts

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Programs (FYE 12/2018)

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Program names and associated costs are listed for the top programs as reported on the charity's most recently filed Form 990. The top programs displayed will include the largest three programs, or those programs covering at least 60% of the charity's total expenses, whichever comes first.

Due to an error on this organization's Form 990, we are unable to display program information.